For thirty years Colin Edward Egan was formally: Professor of Strategic Management at Leicester Business School, De Montfort University, UK; Coca-Cola Chair, Professor of Marketing and Strategic Management at IEDC – Bled School of Management, Slovenia; Visiting Academic at Warwick Business School, University of Warwick, UK; Co-academic Director, IBM Marketing University; Principal Consultant, Academic Director & Faculty Manager, BP Sales and Marketing Academy.
During his career to date Colin has worked exclusively with ‘post-experience’ education and executive development programmes in leading business schools and global corporations (please click/tap the Colin Edward Egan tab on the Main Menu or the ‘Nexus Galaxy’ header image above for details).
Colin is currently Principal Consultant of Nexus Knowledge, an organizational and executive development practice engaged in the design and delivery of organizational transformation programmes and business education initiatives more generally. His ‘Major Project’ engagements with companies including Philips, IBM, Castrol and BP are covered in the first Nexus Knowledge category on this Page: Organizational Development.
In the last two decades, the biggest global growth in executive education has been the participation of senior managers, business leaders, entrepreneurs and company owners in university business school ‘open’ MBA programmes. Colin’s engagement in this category of post-experience management learning is covered in the second Nexus Knowledge category on this Page: Business Education.
The common theme of both categories is the alignment of management theory and business practice as depicted in the two icons representing them, both of which symbolise the ‘bursting out’ of knowledge from scholarly texts. At Nexus Knowledge our executive development philosophy and its related mantra is ‘A Way of Thinking, a Way of Working’. Our goal is to provide astute managers with the necessary competencies to design and lead intelligent companies. Amidst the turmoil and uncertainty associated with US-China trade tensions alongside EU-UK disruptions during the slow-moving Brexit processes, the business ‘mood-of-the-moment’ is dark. But beyond Brexit and international trade tensions lie ample opportunities for companies from all countries, from all sectors and of all sizes to explore. To be successful, they need to develop the capabilities and competencies now for long-term global business strategy success.
In dynamic market conditions companies must constantly adapt to survive and prosper. While much change is incremental in nature there are circumstances which dictate that an organization should transform itself fundamentally from ‘the way we are now’ to ‘the way we need to be’ for long-term competitive success.
Please click/tap the ‘Knowledge Transfer’ icon above/left for further insights and real-world examples of projects undertaken for Royal Philips International, IBM, Castrol and BP.
There has been a huge growth worldwide in the availability of a wide variety of MBA and specialist Masters degrees created for the highly lucrative ‘executive education’ market. These are for the most part ‘open’ programmes which attract participants from a broad cross-section of business sectors, this diversity of background often claimed to be a key benefit by university business school course providers. A fast-growing segment of this Executive MBA market comes from the public sector, with some business schools now offering an MPA (Masters in Public Administration) within their product mix while others are business sector-specific, for example, an MDA (Masters in Defence Administration).
Many of the same universities also offer a range of open ‘short courses’ which do not bestow a qualification but claim that many of the MBA-style benefits still accrue to participants. To see real-world real-time examples of this plethora of executive development service offers, browse the back pages of the current edition of The Economist magazine and/or the ‘Business Education’ section and features published regularly by the Financial Times.
Many companies offer ‘in-house’ executive development programmes, either in partnership with a university business school or by directly employing well-known consultancy firms such as McKinsey & Co. or independent professors topping up their meagre college stipend!
For insights into both categories of executive development programmes please click/tap the ‘Open Book/Open Mind’ icon above/left.
Nexus Knowledge & Global Business Strategy
The ‘flagship’ Nexus Knowledge post-experience course is Global Business Strategy. Related courses, masterclass seminars and strategic management workshops have been delivered in multiple formats and in many countries, both in leading business schools and on behalf of global companies. To view the details of this Global Business Strategy course along with related workshops and seminars covering strategic management, market analysis, marketing strategy, marketing management, brand management and innovation strategy please click/tap the ‘Chakra Mandala’ icon above/left.
At the core of the global business strategy course and the book Outside Fortress Europe: Strategies for the Global Market is a Master’s curriculum-designed course based upon international business and strategic management studies. This was originally adapted, designed and delivered at Warwick Business School, University of Warwick, UK in 1991.
While the curriculum framework has remained largely the same, the context and its content have changed dramatically over the years. The most recent adaptation of the core Global Business Strategy course was translated into Chinese and delivered with simultaneous interpretation to senior leaders of Chinese companies and institutions participating in the flagship Executive MBA Program offered by Hong Kong University of Science and Technology (HKUST).
Strategic Management Workshops
The ‘Workshop’ format is a highly flexible and efficient means of addressing a wide range of management projects and tasks. For the most part, workshops are held ‘in-house’ with a designated team of employees led by an employee facilitator or with an external, independent consultant.
Please click/tap the ‘Blackboard & Bright Light’ icon above/left for further details and case study examples.
Seminars and Speaking Engagements
The ‘textbook’ key point of departure between a ‘Workshop’ and a ‘Seminar’ can be summarised as ‘hands-on’ versus ‘thought-first’: doing versus thinking. For the most part this is a false dichotomy, especially in a corporate environment where the most effective outcomes are invariably achieved by an effective combination of the two ‘ways-of-working’.
For insights, please see the discussion and case studies presented in the ‘Blackboard & Bright Light’ icon in the previous category. All of these examples combine proven frameworks and processes with evidence-based principles to address a broad cross-section of management challenges and tasks.
Colin has undertaken many speaking engagements on a variety of international business and global strategic management topics in numerous locations, including ‘masterclass’ events with simultaneous interpretation in Slovenian, Serbian, Russian and Chinese.
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All content © Colin Edward Egan, 2019